Introduction

2011 ◽  
pp. 1-16
Author(s):  
Veikko Hara ◽  
Karri Mikkonen ◽  
Timo Saarinen ◽  
Markku Tinnila ◽  
Jarkko Vesa
Keyword(s):  
Service Delivery ◽  
Value Chain ◽  
Business Models ◽  
Business Environment ◽  
End User ◽  
Customer Information ◽  
Depth Analysis ◽  
The Future ◽  
Future Value ◽  
The Voice

The convergence of information technology, communications, and content raises the question of how service and content providers can best guarantee a seamless customer experience in a multi-service, multi-channel, and multi-device business environment of tomorrow. In this chapter, we argue that one way to achieve this goal is for service and content providers to join forces with new types of channel partners called service mediaries. In this chapter, we analyze the current structure and future trends of multi-channel service delivery by using two frameworks: the BUMMAT model (Kallio et al., 1999), which focuses on service delivery from end-user perspective; and the Future Value Chain framework (Hara, 1999), which describes the layered structure of the future service delivery business. By combining these two perspectives, we offer an in-depth analysis of the various tasks and processes that are needed in order to deliver the newkinds of services and content in a multi-channel context. We will discuss the implications of these findings for telecom operators who are interested in transforming their business models from the voice- and access-centric paradigm to a data- and service-centric business model, where a company’s core competence will be in managing customer information instead of managing access networks. Our objective also is to help service and content providers to understand the current development in the telecom market, so that they have better chances to position themselves in the emerging value networks of digital services.

Publishing Industry

2015 ◽  
pp. 316-337
Keyword(s):  
Value Chain ◽  
Business Models ◽  
Publishing Industry ◽  
Rapid Development ◽  
Industry Structure ◽  
Primary Objective ◽  
Digital Content ◽  
Depth Analysis ◽  
New Business ◽  
Publishing Business

The general aim of this chapter is to show digitalization is one of the main threats that is shaping the publishing industry value chain and company business models. The analysis of the publishing industry structure is conducted from the perspective of international features. The value chain system of printed media publishing business is explored with more in-depth analysis of its elements. The primary objective of this research is to establish practical outcomes of Internet influence on the structure and business model of publishing companies. As rapid development in the IT sector and the Internet can be considered a crucial risk factor for contemporary publishing business, it creates new business models and changes the industry structure. Publishers progressively respond to changing consumer demands, especially around digital content. Effective pricing strategies for digital content will be the major challenge for magazine publishers.

Publishing Industry

2020 ◽  
pp. 1696-1717
Author(s):  
Nabyla Daidj
Keyword(s):  
Value Chain ◽  
Business Models ◽  
Publishing Industry ◽  
Rapid Development ◽  
Industry Structure ◽  
Primary Objective ◽  
Digital Content ◽  
Depth Analysis ◽  
New Business ◽  
Publishing Business

The general aim of this chapter is to show digitalization is one of the main threats that is shaping the publishing industry value chain and company business models. The analysis of the publishing industry structure is conducted from the perspective of international features. The value chain system of printed media publishing business is explored with more in-depth analysis of its elements. The primary objective of this research is to establish practical outcomes of Internet influence on the structure and business model of publishing companies. As rapid development in the IT sector and the Internet can be considered a crucial risk factor for contemporary publishing business, it creates new business models and changes the industry structure. Publishers progressively respond to changing consumer demands, especially around digital content. Effective pricing strategies for digital content will be the major challenge for magazine publishers.

The future of university or universities of the future: a paradox for uncertain times

2020 ◽  
Vol 34 (7) ◽  
pp. 1143-1153
Author(s):  
Allen Alexander ◽  
Constantine Manolchev
Keyword(s):  
Higher Education ◽  
Service Delivery ◽  
Design Methodology ◽  
Business Models ◽  
University Management ◽  
Content Type ◽  
The Future ◽  
Future Narratives ◽  
Management Issues ◽  
Education Field

PurposeUsing narratives from leading international academics and commentators, the authors chart four, possible, “universities of the future” models and discuss how current university management issues can enable or hinder them.Design/methodology/approachDeploying a Gioia methodology analysis of “University of the Future” narratives, the authors derive 12 categories of institutional properties and, ultimately, four distinct models.FindingsThe authors identify how current, classic and polytechnic institutions can adapt their operations and service delivery in order to transition into future-ready business models.Originality/valueThe authors interpret the opinions and predictions from world-leading experts in the higher education field in order to present the first, to our knowledge, typology of aspirational university models.

Designing Business Models for Creating and Capturing Shared Value

2017 ◽  
pp. 335-360
Author(s):  
Arash Najmaei ◽  
Zahra Sadeghinejad
Keyword(s):  
Complex Adaptive Systems ◽  
Value Chain ◽  
Adaptive Systems ◽  
Business Models ◽  
Business Environment ◽  
Future Research ◽  
Shared Value ◽  
Sustainable Business ◽  
Creating Shared Value ◽  
Complex Adaptive

Business models define configurations of activities that jointly enable a firm to create and capture value. The value paradigm is shifting from sharing created value to creating shared value in which firms and societies jointly create and share value to nurture more benefits for a sustainable business-environment symbiosis. Drawing on this logic, we develop a framework for designing business models that enable creation and capture of shared value. Our model builds on the practice theory and activity system and depicts business models as complex adaptive systems that co-evolve with markets. Using the shared value framework proposed by Porter and Kramer (2011) we propose three design themes namely the Product-Market Design (PMD), the Value Chain Design (VCD) and the Social Cluster Design (SCD). We specify features of each school from the activity perspective. Subsequently, we will discuss implications of our framework for theory, practice and management education and illuminate some directions for future research.

scholarly journals Promoting Business Inclusivity for Sustainable Livelihoods among the Zimbabwean Poor

2018 ◽  
Vol 10 (1) ◽  
pp. 224
Author(s):  
Leonard Mbira ◽  
Mbongiseni Ncube
Keyword(s):  
Low Income ◽  
Value Chain ◽  
Business Models ◽  
Survey Design ◽  
Regulatory System ◽  
Business Environment ◽  
Bottom Line ◽  
Entrepreneurial Culture ◽  
Inclusive Business ◽  
Developed Nations

The Zimbabwean economy has nose-dived since the long decade era of hyperinflation resulting in serious economic depression, extreme poverty and unemployment. Regrettably, lack of an entrepreneurial culture has become a huge obstacle to the resuscitation of the economy. Developing inclusive business models incorporating livelihood opportunities for social bottom line has long been suggested as the solution for economically distressed less developed nations facing high levels of unemployment. This study sought to explore factors that disincentivise Zimbabweans from seeking and initiating value creating business opportunities that are low income inclusive and further presents strategies to infuse an entrepreneurial investment culture. It adopts the survey design approach in collection of data. The study identifies lack of skills and knowledge, lack of access to financial markets, unfavorable business environment and regulatory system, perceived high risk and poor infrastructure as the main impediments to the integration of the poor communities in to the value chain.

scholarly journals Promoting Business Inclusivity for Sustainable Livelihoods among the Zimbabwean Poor

2018 ◽  
Vol 10 (1(J)) ◽  
pp. 224-233
Author(s):  
Leonard Mbira ◽  
Mbongiseni Ncube
Keyword(s):  
Low Income ◽  
Value Chain ◽  
Business Models ◽  
Survey Design ◽  
Regulatory System ◽  
Business Environment ◽  
Bottom Line ◽  
Entrepreneurial Culture ◽  
Inclusive Business ◽  
Developed Nations

The Zimbabwean economy has nose-dived since the long decade era of hyperinflation resulting in serious economic depression, extreme poverty and unemployment. Regrettably, lack of an entrepreneurial culture has become a huge obstacle to the resuscitation of the economy. Developing inclusive business models incorporating livelihood opportunities for social bottom line has long been suggested as the solution for economically distressed less developed nations facing high levels of unemployment. This study sought to explore factors that disincentivise Zimbabweans from seeking and initiating value creating business opportunities that are low income inclusive and further presents strategies to infuse an entrepreneurial investment culture. It adopts the survey design approach in collection of data. The study identifies lack of skills and knowledge, lack of access to financial markets, unfavorable business environment and regulatory system, perceived high risk and poor infrastructure as the main impediments to the integration of the poor communities in to the value chain.

scholarly journals ANALISIS PERENCANAAN STRATEGIK BISNIS KATEKIN DAN TANIN STUDI KASUS : PT GAMBIR AGRO FARMAKA

2018 ◽  
Vol 2 (02) ◽  
Author(s):  
Maulidian Maulidian
Keyword(s):  
Value Chain ◽  
Human Resources Management ◽  
External Factors ◽  
Company Performance ◽  
Value Chain Analysis ◽  
Chain Analysis ◽  
The Future ◽  
Strategic Factors ◽  
Future Value ◽  
Internal And External Factors

ANALISIS PERENCANAAN STRATEGIK BISNIS KATEKIN DAN TANIN STUDI KASUS : PT GAMBIR AGRO FARMAKA Abstrak Tujuan dari penelitian ini untuk menganalisis faktor-faktor strategis yang mempengaruhi PT. GAF dalam menjalankan bisnis katekin dan tanin di masa depan, menganalisis kompetensi yang harus dimiliki untuk menjalankan bisnis katekin dan tanin, dan menyusun rancangan strategik dalam menjalankan bisnis katekin dan tanin di masa depan. Analisis rantai nilai digunakan untuk menganlisis faktor-faktor internal. Model Five Force Porter‘s Model dan Analisis PEST digunakan untuk menganalisis faktor-faktor eksternal. Hasil penelitian ini menunjukkan bahwa untuk menjalankan bisnis katekin dan tanin, PT. GAF harus menambah kompetensi baru, seperti logistik ke dalam, marketing dan penjualan, pelayanan, manajemen sumberdaya manusia, dan pembelian. Berdasarkan data faktor-faktor internal dan eksternal, dilakukan pemetaan posisi saat ini dengan menggunakan matriks internal-eksternal (IE). Pada saat ini posisi PT. GAF dalam menjalankan bisnisnya berada pada kondisi hold and maintain. Diharapkan dalam jangka waktu lima tahun perusahaan telah memperbaiki kinerja perusahaan sehingga mampu berada pada kuadran IV atau dalam kondisi tumbuh dan kembangkan yang merupakan sasaran jangka panjang bagi perusahaan. Kata Kunci : Strategi, Rantai Nilai, Analisis PEST, Analisis Porters‘s, Katekin, Tanin. ANALISIS PERENCANAAN STRATEGIK BISNIS KATEKIN DAN TANIN STUDI KASUS : PT GAMBIR AGRO FARMAKA Abstract The objectives of this study were to analyze strategic factors that influence catechin and tannin business to be run by PT. Gambir Agro Farmaka (GAF) in the future, to analyze competencies that must be owned by PT.GAF to run a catechin and tannin business in the future, and to design strategic planning of catechins and tannis business to be run by PT. GAF in the future. Value chain analysis was used to analyze internal factors. Five Force Porter‘s Model and PEST were used to analyze external factors. The result of the study showed that to run a catechin and tannin business, PT. GAF must add new competencies, such as, inbound logistic, marketing and sales, service, human resources management, and procurement. Then based on the data and information from internal and external factors, a mapping was done using the internal-external matrix (IE). The result of the study showed that based on the IE Matrix, PT. GAF falls into cell V, which can be managed best with hold and maintain strategy. Expected in next five years, PT. GAF has improve their company performance so that be able to stay at quadran IV or in growth and build condition which is company‘s long term goal. Keywords: strategy, value chain, PEST analysis, Porter‘s Analysis, catechin, tannin.

Conclusions

2011 ◽  
pp. 196-200
Author(s):  
Margherita Pagani
Keyword(s):  
Value Chain ◽  
Economies Of Scale ◽  
Business Models ◽  
New Technology ◽  
Interactive Television ◽  
End User ◽  
Early Adopters ◽  
Technology Innovations ◽  
The Government ◽  
Shed Light

Interactive multimedia and the so-called information highway, and its exemplar the Internet, are enabling a new economy based on the networking of human intelligence. In the digital frontier of this economy, the players, dynamics, rules, and requirements for survival and success are all changing. The difficulties in sustaining the business models, which have been recently created worldwide, makes this topic extremely relevant in order to understand the sustainability of competitive advantage in the television environment. How will the market for digital interactive television develop? We are going to be consuming more communication, both broadcast and narrowcast, and at least for the immediate future this communication will take digital forms. Costs and prices are falling because of technological progress in processing and transmission, and because of increased supplies of spectrum from the government, not merely for economies of scale in sharing pipelines. Conventional television seems to satisfy a demand for which interactive television is not a very good substitute. Many studies in the economic literature of leisure time use (Robinson & Goeffrey Godbey, 1997) shed light on the demand issue, and they affirm that part of the allure of television is freedom of choice and interactive television may actually be less appealing to people if they must invest more energy and imagination. Managers must not forget that the final player of the iTV value chain is obviously the end user, whose behaviour and preferences are critical factors determining the success of the other players and of the whole industry. Future demand and penetration of interactive TV is expected to grow very fast. Forecasts assert that Europe’s iTV penetration will reach 44% of European households by 2007, up from only 11% in 2002,1 with four countries (UK, France, Spain, and Italy) driving the growth and accounting for 70% of Europe’s iTV households. When considering these projections it is useful to remember the “crossing the chasm”2 paradigm in the technology-adoption lifecycle model. Crossing the chasm is jumping that empty area between the innovators’ segment and the early majority. The early adopters are iTV enthusiasts and are always looking forward to experience technology innovations. Being the first, they are also prepared to bear with the inevitable bugs that accompany any innovation just coming to market. By contrast, the early majority is looking to minimise the discontinuity with the old ways, and they do not want to debug somebody else’s product. By the time they adopt it, they want it to work properly and to integrate appropriately with their existing technology base. Visionary early adopters and the pragmatist early majority have completely different frames of mind about technology; because of these incompatibilities, early adopter surveys don’t help to really understand and to predict accurately how consumer behaviour might change as a response to the introduction of the new technology.

scholarly journals Employing Value Chain Theory To Address COVID-19 Outbreak In Tourism Management: A Resilience and Stakeholder View

2020 ◽  
Author(s):  
AISDL
Keyword(s):  
Value Chain ◽  
Business Models ◽  
Home Delivery ◽  
Structured Interviews ◽  
Infected People ◽  
Outdoor Sports ◽  
Tourism Management ◽  
Depth Analysis ◽  
Chain Theory ◽  
Tourism Flows

The COVID-19 outbreak is causing severe damage to the tourism sector. Gradual restrictions are imposed by the world’s governments to improve social distancing and control the number of infected people. It creates a collapse in the tourism demand showing an unusual situation.The paper, after an in-depth analysis of the literature on the tourism value chain, aims to investigate actions and perspectives which influence tourism management in this challenging period.The study uses grounded theory to determine significant elements regarding the management of tourism. Through forty semi-structured interviews with individual people, the paper proposes a model of tourism restart based on value chain theory.The model finds out five relevant factors: tourist attractiveness (i.e., tourism flows, the composition of tourism flows, proximity tourism and coronavirus opportunities), receptive factors (i.e., new receptivity models, health, and prevention models), new business models (i.e., home delivery services, flow management applications, outdoor sports activities), digital divides (i.e., enhancement of the internet structure) and culture (i.e., new outdoor activities).This study contributes theoretically to the value chain theory establishing a model for tourism regeneration. Additionally, the paper gives new practical insights in terms of resilience activities that tourism entrepreneurs could implement for tourists.

A managerial survey to discuss wine business models

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Juan Ferrer ◽  
Emiliano Villanueva
Keyword(s):  
Life Cycle ◽  
Rhode Island ◽  
Value Chain ◽  
Business Models ◽  
Business Environment ◽  
Wine Industry ◽  
Content Type ◽  
The Usa ◽  
Rías Baixas ◽  
Definition Of

Purpose The purpose of this paper is to describe, analyze and compare business models (BMs) developed and used by wineries in two very different wine regions, one from the New World of wine [the USA, Connecticut (CT) and Rhode Island (RI)] and the other from the Old World of wine [Spain, Rias Baixas (RB)]. Design/methodology/approach A survey was conducted aimed at all the wineries of both regions. The survey describes wineries’ decision-making process regarding their value chain through four variables, namely, supply, product, market and distribution and their perceptions regarding how competitive their business environment is through five variables, namely, barriers of entry, power of suppliers, power of buyers, internal competition and the threat of substitute products. This complimentary analysis (internal and external) approaches a definition of the BMs used in wineries of these two different wine regions. Findings The study highlights how BMs evolve and adapt to the competitive environment in which companies find themselves; wineries from CT and RI BMs display behavioral elements of companies that compete in the first stage of the life cycle, however, RB wineries BMs show elements of companies competing in the stage of maturity of the life cycle. Originality/value The paper shows empirical evidence of the use of BMs in an agribusiness sector as important as the wine industry. It also describes these distinctive BMs per region and explains how the creation of value occurs and how they adapt to different environmental conditions.

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